Multiparadigm perspectives on theory building

Article Abstract:

Traditional approaches to theory building are not entirely consistent with the assumptions of alternative research paradigms that are now assuming more prominence in organizational study. We argue for a multiparadigm approach to theory building as a means of establishing correspondence between paradigms and theory-construction efforts. Because of the implications of the multiparadigm approach, we also examine ways of bridging across blurred paradigm boundaries. In addition, we explore a metaparadigm perspective that might allow disparate approaches to theory building to be considered together. Such a perspective can product views of organizational phenomena that not only allow scholars to recognize inherent and irreconcilable theoretical differences, but also can encourage them to adopt a more comprehensive view by accounting for those differences. (Reprinted by permission of the publisher.)

Organizational research, Paradigms (Social sciences)

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An organizational memory approach to information management

Article Abstract:

We extend and adapt a model of group memory to organizations. Using this extended model, we identify information management challenges of the next century and suggest the organizations can address these challenges by locating a large portion of their information-processing activities outside their formal boundaries, by adopting novel socialization tactics, and by focusing on the management of soft knowledge forms (e.g., tacit knowledge, judgment, and intuitive abilities). Whereas current theories increasingly equate information management with the management of information technology, we argue that information technology needs to be complemented by organization-level processes related to organizational memory. (Reprinted by permission of the publisher.)

Information technology, Memory, Information management

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Linking cognition and behavior: a script processing interpretation of vicarious learning

Article Abstract:

The acquisition, development and alteration of organizational behavior depends to a great extent on vicarious learning and modeling, with it suggested here that a cognitively-held 'script' (a hypothesized cognitive structure providing a guide to appropriate behavior sequences in a particular context) for the model observer serves as a fundamental basis for vicarious learning. The close relationship between scripts and vicarious learning can be used to understand and influence organizational behavior, and it is shown that the development of more effective organizational scripts provides considerable benefits to organizations as long as they possess an understanding of the basic mechanisms at work in the process.

Social aspects, Management, Management research, Employee training, Performance standards, Job performance standards, organizational behavior

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